Having a defined people strategy means that a company understands the role in which individuals play – and how the business delivers on its objectives. If recent events have taught firms anything, it’s that people lie at the heart of their business’s success. Whether that’s employees or customers, both can dramatically impact a company’s crucial bottom line – and not always for the better.
For tech firms to truly prosper, they must seek to maximise success by creating value, growth, and opportunity – for all concerned. That means finding – and integrating – people strategies that drive an enterprise forward and create a sustainable framework that can be adapted and constantly improved.
Additionally, for those organisations with a firm proposition in place, they must find a way to help their teams work alongside technology to ultimately make them more productive, motivated, and efficient for their enterprises.
There’s no doubt that the digital revolution is reshaping the way in which everybody lives their lives – and how it has diversified and modernised companies to remain relevant. And, as business strategies undergo a fundamental re-think, the same must be done for every workforce blueprint.
As first referenced, colleagues are at the core of any business – regardless of what products or services are being offered. They’re the lifeblood of any organisation, because they can determine the success or failure of something instantly.
So, where can tech enterprises even begin when it comes to rolling out a modern-day framework that is agile and human-centered in their approach? Here are four initial steps digital leaders should take…
A huge focus – particularly throughout the unprecedented events of 2020 – has been around employee engagement and motivation, following the UK’s mass move to remote working.
For many tech firms, they might have already had a robust infrastructure in place – whereby teams were typically rolling out a current model that involved a seamless pathway to working from home. However, even for the most agile of organisations – and their digital leaders – they would’ve been naïve to think that their staff would remain productive if their people strategy was simply sitting stagnant.
A strong team plan begins by implementing and driving a company culture that thrives and meets everyone’s needs. It should not only provide an open environment where all voices are heard, but support individuals, develop colleagues, and welcome innovative collaboration.
The impetus lies with tech leaders themselves to build a model that aligns their business structure and strategy with company culture. Ultimately, a positive atmosphere inspires creativity, energises growth, and motivates a change and willingness to do better as a ‘destination employer’.
Develop, implement and sustain a reward and recognition system – where employees feel empowered to honor and celebrate with their peers, colleagues, and team members – and that will go a long way to breeding a positive mindset, from the inside out.
Any forward-thinking tech firm should take the time to identify exactly what their brand represents, and the role that their employees play. Keeping staff unified and motivated to do a good job is therefore imperative.
Those that fail to follow through with promises – and deliver empty gestures – may see their workforces begin to lose faith. And when core values deteriorate, reinvigorating a collaborative team could soon become an impossible task.
Understanding what the organisation – and its people – stand for, and implementing those beliefs and drive is critical for employee buy-in. All of these factors bring together a well-rounded people strategy that not only typically creates an unbreakable bond between colleagues but also attracts more business and top talent – to further bolster the company’s growth plans and future-proof its blueprint.
Without specific guidelines that underpin the foundations in which a company is built upon – that embodies sensible HR and legal principles – a tech enterprise can fall at the first hurdle.
Assisting employees to understand how the firm is run enables them to not only meet expectations but illustrates long-term loyalty that’s embedded in a culture of wanting to be better every single day.
In addition, making sure staff know exactly where these policies sit – and the practices they must undergo at each stage of their employment – relies on effective communication from the outset.
What makes a tech firm different from the vast digital noise so that they stand out to recruits? In order to attract highly skilled individuals – boasting attributes that will further enhance an organisation – there must be a strong differentiator. And that’s typically down to how powerful its people strategy remains.
Company culture and a clear mission with key guidelines and believable core values – all with technology firmly in place to sophisticate employees’ productivity and sharpen their firm’s offering – are vital ingredients when it comes to acquiring new additions.
Innovators and change-makers know exactly how to bolster a business’s bottom line – but is the company right for them? Does it stand for what they value too? If so, this could be a key factor when determining whether a job-hunter hits send on their online application form or keeps scrolling past.
Having a comprehensive framework that’s supportive, provides development opportunities and exceptional company culture can captivate talent. It will help to build a team full of loyal members who each play a pivotal role and place the organisation – and its end user’s – interests firmly at the forefront of their minds throughout.
To bring together a successful people strategy, there are key differentiators – and HR professionals must decide how each one impacts the overall framework. Whatever technological innovations lie ahead, it comes down to the investment in people that will make the difference between eventual success and failure.
This article first appeared on We are Tech Women, read here.